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Numerous, if not all, companies are faced with the very same challenge: To train their employees and to qualify them regarding ever new topics. But whilst enterprises are already cooperating in other business areas for quite some time, they do not (yet) share training materials treating the same topical areas. This thesis approaches this issue and thereby takes the first step in developing research on cross-company Content Sharing. This means the sharing of training materials between businesses. More specifically, the paper examines the question how the success of such a cooperation can be measured, to which extent success is likely to be achieved and how it can be developed. The work’s basis is formed by the scientific knowledge on inter-organizational cooperations and on learning objects. Starting from this point in-depth literature analysis and expert interviews were carried out. This resulted in the creation of the Evaluation-Criteria Framework for Content Sharing Cooperations. This model consists of four categories that group together ten evaluation criteria, 33 sub-criteria and 76 examination
elements. Subsequently the model was applied to a collaboration between Robert Bosch GmbH and DEKRA S.E., aiming at the joint development of training documents. To examine this inter-organizational relation a case study research was carried out. For this end various qualitative (interview, participant observation) and quantitative (questionnaire, cost calculation) methods. Seven out of then criteria were identified as fulfilled. The saving of five working days’ time as well as participant’s satisfaction can be emphasized. An unambiguous statement regarding costs, however, cannot be made. Finally, identified problems suggest that a thorough definition of target groups and their needs and requirements are of utmost importance for content sharing cooperations. The same holds for establishing the role of a (ideally company-independent) coordinator. In conclusion it can be recognized, that the Evaluation-Criteria Framework constitutes a reality-tested model which is also suitable for future research; like, for example, additional case studies to confirm validity of the second insight gained in this paper: Sharing training contents seems to be a promising approach for companies operating within the
knowledge society.
This paper elaborates the effectiveness of marketing channels for startups in all stages of their startup lifecycle. The focus here is put on startups operating in the German market. In general, nine out of 10 businesses fail within their first three years of operations. Even though there seem to exist numerous “how-to” guides and advices on how to run a startup, there are none giving a reasonable answer on customer acquisition strategies and on the effectiveness of channels startups may consider for their survival. Finding out common best practices for marketing should prevent the high failure rate that the market for startups undergoes. By investigating latest research findings and conducting expert interviews, this paper recommends best practices for a successful customer acquisition strategy and shows valuable insights based on an analysis of real startup cases. The results of the analyses reveal that a successful customer acquisition strategy does not depend on one marketing channel but rather on an interaction between all marketing channels providing overall consistency in communication. Furthermore, the stage of the startup is of utmost importance as the focus on different channels changes depending on its stage. This paper should not serve as a guide but rather as an inspiration for future marketing strategies considered by startups in their early stage.
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